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The proposed areas of study for this case are strategic management, marketing, tourism planning and development, hospitality management, attraction management and special event planning and management.

The case is suitable for undergraduate and graduate students pursuing courses in the areas of strategic management, marketing, tourism planning and development, hospitality and tourism management, attraction management and special event planning and management.

The Denbigh Showground located in the parish of Clarendon, Jamaica, is the venue of the annual Agricultural and Industrial Show. Three separate studies conducted indicated the need for its development to enable the use of the facility all year round and to contribute to the socio-economic development of the parish. Suggested development options from these studies included a fun and amusement park, a site for eco-tourism and a multi-purpose agri-cultural facility with linkages to the parish's cultural legacies and places of interest. The large land acreage could facilitate its development, making the property a leading “agri-cultural” attraction concept.

he students should be able to: identify the typology of the Denbigh Showground as an attraction; categorize the product offerings of the Denbigh Showground from a marketing perspective; explain the factors to consider regarding the development of the showground; analyze the socio-economic contributions of the facility to the parish of Clarendon and the community's attitude towards the development of the showground; discuss the potential uses of the Denbigh Showground that can make it a leading international “agri-cultural” attraction; synthesize the concept of sustainable tourism development and its importance to the development and viability of the attraction for future generations; and assess other tourism concepts such as community-based tourism, special interest tourism and alternative tourism and how they relate to the development of the Denbigh Showground.

This case study will help students understand the concept of an agri-cultural attraction and its impact on the socio-economic development of the surrounding communities and the country as a whole. The case will contribute to the existing body of knowledge in the areas of community development and residents’ perception regarding tourism development. It offers insights to both potential and current investors; provides practical guidance to the government and other tourism planners to enable better planning for the areas’ future growth and development; and serves as a reference for academicians as well as undergraduate and graduate students.

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Strategic change for business sustainability.

The case is targeted at the BA level and MBA level, and strategic management courses.

The case study focuses on strategic change for business sustainability in the commercial bank sector in Thailand. It describes how Siam Commercial Bank (SCB) developed and implemented strategic change to achieve business sustainability in the economic fluctuations, and the competition in the banking market. SCB is a very long established bank which held the highest market capitalization among Thai Financial Institutions, and it was on the verge of bankruptcy in the Asian financial crisis in 1997.

These include developing students' understanding of the context and practices of strategic change and the nature of theoretical traditions in the field of strategic change.

Teaching notes are available; please consult your librarian for access.

The learning outcomes are as follows: Understand the concept and characteristics of Bottom of Pyramid (BoP) markets; understand the concept and characteristics of frugal innovations; understand the Design Thinking approach to product design and how it might be useful to develop frugal innovations for BoP markets.

The case details the journey of a group of students at a premier engineering college in India. The group aimed to develop and implement a social innovation that addressed a serious and important health issue – menstrual hygiene practices among urban slum dwellers in India. The case begins with how a chance visit to an NGO inspired a pair of students to take up this issue, how the project unfolded at their college, the challenges faced in their journey and, finally, an outcome that was only a partial success. It raises important questions of challenges that are specific to bottom of pyramid markets in emerging economies. The case can provide a context for discussions on approaching frugal innovations from a Design Thinking perspective.

This case can be used in social innovation courses/modules at an undergraduate or graduate level in social innovation and social entrepreneurship courses. The case is best positioned towards the beginning of the course as an overview of the process of Social Innovation, and to discuss the relevance of concepts of BoP markets and frugal innovation.

Teaching Notes are available for educators only.

CSS 7: Management Science.

Strategic management, IT strategy, Business & IT Consulting, International Business.

PGDM and Executive programmes.

Cognizant Technology Solutions, one of the giants in the Indian information technology (IT) industry, has been continually evolving new strategies and business models to cater to the global IT demand. Starting as an in-house technology unit of Duns & Bradstreet, the case highlights the various pioneering and transformative decisions taken by Cognizant to become one among the Fortune 500 companies of the world. However, despite its supremacy in the global market, they are facing tremendous competition from the other IT giants – TCS, Infosys and Wipro, to name a few. Also, the expansion of global IT players like Accenture and International Business Machines (IBM) in India is making matters worse. This intense competition, when juxtaposed with commoditization and price sensitivity on behalf of the IT demand, makes sustainability a big question mark. The million-dollar question remains “How should Cognizant strategize to ensure inorganic growth in the price-sensitive industry?”

The case highlights the market dynamics of the Indian IT industry – from its humble beginning as an attraction for low-cost labour to being one of the strategic outsourcing geographies of the IT sector – and thereby categorically points out the significance of continuous evolution on behalf of the IT firms to stay alive in this client-driven industry. The students are expected to analyze the IT industry of India, keeping in mind its vulnerabilities – price sensitivity, dependence on developed economies and intense competition – and relate the same to different strategies incorporated by Cognizant to remain one of the powerhouses of the Indian IT industry.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

This case is to familiarise students with the peculiarities of managing people by focussing on human capital development (HCD). Through the case, students are exposed to the critical recruitment and retention issues faced by METAL STAR Limited Company (METAL STAR), which have a detrimental impact on their business operations. Through the novel use of the transformer-transactor-performer (TTP) profiling tool, students are able to recognise the importance of matching the right candidate to the right job as a solution for recruitment and retention issues. At the end of the case analysis and discussion, students would have a clear idea of the TTP Profiling tool and how to identify core elements needed for an effective and holistic recruitment-retention-separation strategy for a company. The knowledge gained is most valuable for the students as it can be applied to other companies having similar HCD issues.

Carina Yew is the General Manager of METAL STAR, a sheet metal fabrication company in Penang, Malaysia. After more than 28 years of operations, METAL STAR has been adopting the same human resources (HR) processes and has failed to keep up with the current HR trends. Yew has to decide the best way to lead her company in transforming the HCD strategy to enable smooth and profitable business growth.

The case is relevant for undergraduate, postgraduate or even executive students taking courses pertaining to HCD or human resource management.

CSS 6: Human resource management.

Teaching notes are available for educators only.

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches.

After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal.

Case study is applicable for the MBA students.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management Science.

Ned Piper needs to improve the performance of Acme Lumber’s Broken Arrow store. There are two candidates for the store manager’s position, Larry Frazier and Chip Farmer. Larry has worked for Acme for 35 years in a variety of positions and is related to the Johnson family who has owned and managed Acme for three generations. Chip has worked for Acme for 19 years and has successfully helped to turn around another store. Chip is not related to the Johnsons. Ned is feeling pressure from the business and family to make the right decision. Which candidate should he select to become a manager?

The authors used a case study methodology.

Human resources, selection, staffing, and family business management.

Socioemotional wealth perspective, and agency theory.

The teaching case study is based on a (real-life) complex organizational and strategic context, and several bodies of literature may be used to interpret, analyze, explore and discuss alternative solutions. Among several relevant theoretical basis are (educational) leadership, strategy, institutional change, organization, practice orientation of education and organizational learning. The Instructors’ Manual gives suggestions as to how the case may be used in teaching and gives references to relevant literature.

The teaching case study is based on participatory action research. The narrative of the case is based on empirical observations in form of a research diary recording events, dialogues and discussion with colleagues and organizational leaders during a five-year period. The case study is based on real proceedings. But, the narrative is generic, and names are anonymized, and organizational contexts and events are disguised. Any similarities to real institutions are coincidental.

The case tells the story of Birk Grimson (PhD), a professional who returns to academia after many years of business practice in the private sector. He is struck by how different the work ambience is in academia and how bureaucracy and a rigid organizational structure seem to quell innovation, resulting in resistance to systematic learning, organizational development and strategic change.

The teaching case study is appropriate for business, organizational or administrative students at master’s, PhD level or executive education. For students with other disciplinary educational backgrounds (such as engineering, education or health care), some basic knowledge of organization and management or alternatively relevant experience is recommended.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The cases highlight the challenges in running a new start-up especially by women in a developing nation such as India in a high growth industry. The success of a business depends on employee motivation, sales, marketing, functional coordination and coordinated efforts from all the executives. Experten Office Supplies Pvt. Ltd. (EXOS) was women empowered entrepreneurial startup (printing) in Mumbai established themselves as a trustable brand among their clientele for their office stationeries need. At Initial stages, they started with a good pace and growth in revenue. Directors of EXOS, Komal and Upasana Sanjay Kumar, were facing a downturn, their declining sales and were stressed regarding the resignation of their core member Pravin. The reasons for the situation were many, including unplanned motivational factors, non-risk-taking ability, no proper sales management (organization structure), planning process issues, lack of reward system and dependency on a person, less marketing initiative. These issues must be resolved to come back in the business, increase its sales, better sales organization structure. After the case analysis, students should be able to: know the key role of marketing and sales as a management function. Develop motivation policies for the salesforce and key team members in the organization. Understand the salesforce retention strategies of the organization.

In September 2019, directors of EXOS, Komal and Upasana Sanjay Kumar were discussing the downturn of EXOS and were stressed regarding their declining sales and profit margin. Both were disappointed at the resignation of their Business Manager. They were in worry as the new deal that they were about to get which could have made them earn, but Pravin resigned from the job in short notice. The case has short- and long-term aspects. The short-term aspect is about the decision related to EXOS’s top performer, Pravin, how to retain him, which motivational factor will help him to rethink his resignation. The long-term aspect deals with framing a motivation model that will prevent the organization from a similar situation in the future. The case outlines the human resource management issues and particularly the importance of motivation to retain the talent of a small startup firm. Directors recognize the importance of Pravin and they have a realization that the deal on which Pravin is working is critical. Under this situation, Upasana has to stop Pravin.

Undergraduate, Master of Business Administration (MBA) or in the Management Development Programs.

Teaching notes are available for educators only.

CSS: 8 Marketing.

This case study will allow students to critically analyse and develop entry strategies into untapped foreign markets. The case study was designed to introduce students to identifying and analysing information related to target markets for expansions in international business.

The main objectives of this case are to evaluate and make the “Go Global” decision for the company; to take a position on entry timing for a company for entering an overseas market; to select a country for entry based on cultural, administrative, geographic and economic analysis and other relevant factors; and to evaluate a firm’s readiness for exports.

This case study on Satya Pharmaceuticals presents a typical dilemma faced by small and medium enterprises (SMEs) in emerging markets such as India while exploring the untapped overseas markets to expand their business. Satya Pharmaceuticals produced over-the-counter Ayurvedic medicines. With the onset of the COVID-19 pandemic, the consumer preference for Ayurvedic products had increased globally. Home country governments’ emphasis on exports and conducive consumer preferences created an opportune time for such SMEs to explore uncharted markets with a propensity for herbal medicines. Amidst strict regulations regarding safety, efficacy, labelling and packaging norms, along with a subjective understanding of the consumers’ sentiments regarding alternate medicines, SMEs had to select their target market carefully for their products to be successful overseas. This case study presents the basic information that entrepreneurs needed to explore the foreign markets. It revolved around checking firms’ preparedness to explore foreign markets, identifying target markets, timing the entry and entering those markets.

This case is appropriate for graduate-level courses in management that offer subjects such as international business.

Teaching notes are available for educators only.

CSS 5: International business.